The past week has seen sustained pressure on Google after an investigation by The Times claimed that it was profiting from, and rewarding extremist and illegal content on YouTube. Essentially ads from blue chip brands had appeared alongside content from extremist groups. This then earnt the person responsible for posting the content £6 for every 1,000 clicks that the advert generated. Reputable organisations, including the UK government, were therefore unwittingly contributing money to extremists.
This has led to an advertiser backlash with brands stopping spending on YouTube, apologies from Google, and a newly stated commitment to sort the problem out. Following on from concerns around fake news being used to drive advertising revenues and worries that many online adverts are clicked on solely by bots, rather than people, it demonstrates the potential issues for online advertisers.
What can be done to reassure advertisers? Google has been quick to jump on the problem, with it escalated to its Chief Business Officer, who set out new safeguards for brands in this blog post. The reason for the alacrity is the impact this could have on Google’s revenues – advertising drives the business, and YouTube’s share of this is growing as more and more people watch and share video content through the site.
Can Google get YouTube back under control? There are two problems it has to grapple with:
1 The scale of YouTube
There’s the sheer amount of content on the platform. 300 hours of video are uploaded to YouTube every minute and 3.25 billion hours of content are watched every month. Keeping track of all this content, and removing anything illegal or extremist has traditionally relied on other users notifying YouTube about individual videos, but that is clearly not enough in the digital age.
Google’s defence (like that of Facebook and other social networks) is that it legally it is not a publisher, merely a platform where others can share content, meaning it is not automatically liable for extremist videos. It believes it is the equivalent of the phone network – just transmitting information, rather than creating it.
2 The black box approach
Given the size of YouTube and many other online properties it is impossible to hand match adverts to particular content. So there’s a black box approach at work, where advertisers (and even Google personnel) don’t really know why a particular advert appears alongside a particular video. Therefore promising more smart technology to solve the problem (as Google has) is unlikely to placate people. At the same time Google is not going to release details of its advertising algorithm, as that is the source of its competitive advantage.
These are big issues to deal with, and the threat of an advertiser boycott has focused the search giant on solving the problem. But I think it will take a lot of time, and a lot more in terms of concrete action to bring back advertiser trust, even if it doesn’t dent the numbers of people actually using YouTube. And I don’t think it will end with YouTube – any advertising-supported online business needs to focus on how it polices itself, and where it places ads, if it wants to avoid being the next in line for media stories and potential boycotts.
The past couple of years have not gone well for Twitter. User numbers have stalled, attempts to monetise the platform have come to naught and no potential suitors for the company have emerged, despite plenty of rumours.
Yet, Twitter is probably now the most important (social) media company in the world. It was central to Donald Trump building his fanbase and allowed him to communicate directly with voters during the election, ignoring the media and their pesky fact checking. Essentially it delivered what the internet first promised – a way of interacting with the public without going through middle men, and was, in a large part, directly responsible for Trump’s election as President.
It is a scary thought that while previous politicians looking to grab and hold onto power (think Silvio Berlusconi, Lenin and the Chinese Communist Party) have made it a priority to buy or nationalise communication channels such as newspapers and TV/radio stations, Trump has done it without spending a penny on Twitter. No wonder that Twitter CEO Jack Dorsey says his feelings about the President-elect’s use of the service are “complicated.”
And Trump’s use of Twitter has, if anything, intensified since the election. He’s used it to challenge the intelligence services’ claims that the Russians hacked Democratic Party emails, and to take potshots at businesses that he claims are moving jobs and production outside the US. The result? Companies such as Ford and Carrier have backed down on overseas investments and the share prices of Lockheed-Martin, Toyota and GM amongst others fell after Trump tweets criticising them. PR and analyst relations professionals for blue chip companies must be spending their time glued to Trump’s Twitter feed, hoping and praying that he doesn’t single them out for punishment, like hapless flunkeys at the court of a particularly unpleasant medieval monarch.
If you needed proof of the power of Twitter, Trump provides it. And ironically, given the left-leaning sensibilities of Silicon Valley, he could well have saved the social network, or at least bought it some breathing space. The number of tweets sent in the US between August and November 2016 was over 1 billion (not all from Trump), with 75 million on election day and its aftermath. While it hasn’t helped the long-term share price, it undoubtedly aids efforts to find a buyer for the service. The question is whether this will be another tech company (Google is a logical fit) or whether another would-be politico will see the opportunity to build their profile à la Trump and invest. Whatever the outcome, expect more incendiary tweets in the future, with policy being set and communicated in 140 characters………….
January 11, 2017 Posted by Chris Measures | PR, Social Media | Carrier, Donald Trump, Ford, Lenin, Lockheed-Martin, Measures Consulting, PR, Silvio Berlusconi, social media, twitter, US election | 1 Comment
It used to be that a company suffered a PR/communication crisis once in a blue moon. The response was simple – well-prepared organisations dusted off their crisis plan, put it into action and, dependent on their execution and the scale of the problem, they either succeeded in safeguarding their reputation or not.
Things have now changed. Organisations can be hit by a crisis that is impossible to predict, strikes suddenly and/or simply will not go away. Restaurant chain Chipotle, already suffering after multiple food safety incidents, saw its share price plummet by $300m when author Eric Van Lustbader tweeted that his editor had been taken to hospital after eating at a New York branch of the business. Closer to home the Sky cycling team, and rider Sir Bradley Wiggins, are caught up in an ongoing crisis about the use of therapeutic use exemptions that let Wiggins take otherwise prohibited substances in the run up to three major races. Sky obeyed the rules at all times but a combination of suspicions caused by cycling’s doping past, the team’s stated commitment to anti-doping, and ham-fisted attempts to manage the crisis have seen it run and run.
What this tells everyone is that today you cannot either rely on a crisis plan or get away with not taking any allegations seriously. We live in a digital world, where any information can be shared/hacked, whether by private individuals or state-sponsored organisations. Social media works alongside the traditional press to broadcast material, enabling wide-ranging discussions of, and even the creation of, conspiracies at an accelerated pace.
Bearing this in mind, business leaders and communication professionals need to change how they operate in five key ways:
1. Keep building your brand
Any business can be hit by a crisis, even if it is not directly linked to their operations. For example, a supplier could be hacked, releasing your customers’ credit cards details onto the web, or a contractor could break bribery laws without your knowledge. In all of these cases, the source doesn’t matter – you’ll be held responsible. This means you need to have already built a strong brand that means something to people – that way you may take a hit from an incident, but it will be less of a blow. Poor brands suffer more – take the backlash against TalkTalk (already pilloried for poor customer service) when it was hacked.
2. Be proactive
The digital world has ushered in a new era of transparency. So any secrets will come out at some point. It is therefore better to control the dialogue – be honest and open if a crisis happens, and explain the full circumstances up front, including any other problems that haven’t been immediately highlighted. That might mean an initial hit to the share price, but it should recover quicker if everything is known from the beginning.
3. Everything can be a crisis
The smallest incident has the potential to spark a major crisis, so take everything seriously. Be prepared to step in quickly and deal with a problem rather than making the mistake of thinking it will go away. It is more work, but it is better to solve something early instead of waiting and facing an unstoppable juggernaut of a story.
4. Keep monitoring
You don’t want the first you know about a crisis to be when your share price tanks or you get a call from the BBC. Make sure you have monitoring in place across the internet and social media to keep a track of any potential issues, so that you can act swiftly, and brief frontline staff to flag problems and involve the communications team early.
5. Show you are taking action
Given shrinking attention spans people are bored of pre-prepared statements that don’t actually mean anything. What they want is action, and they want it immediately. This isn’t always possible, but showing that you have weighed up the facts and are being decisive is the best way to take control of the story. It doesn’t always work – shutting the News of the World didn’t end the phone hacking story for News International, but it reassures stakeholders that you are taking things seriously and have a plan.
Overall, businesses need to replace their crisis management plans with something more flexible and adaptable, based less on what can go wrong and more on how you react to changing events. Only then will they be able to avoid a drama turning into a full-blown crisis.
October 19, 2016 Posted by Chris Measures | Creative, PR, Social Media | BBC, Bradley Wiggins, Chipotle, crisis, News International, News of the World, PR crisis, Public Relations, TalkTalk, Team Sky | Leave a comment
For anyone looking for inspiration for their PR and marketing strategy it makes sense to look at what bigger players are doing. Obviously slavishly copying what they do won’t work, but there are always lessons to be learnt that can benefit your brand, whatever size it is.
So looking at Apple’s strategy over the last few years is a good place to start. It may be difficult for many people to grasp, but 20 years ago the company was in a mess, hanging on for its very survival. Founder Steve Jobs re-entered the picture, pushing through innovative new products beginning with the iPod, and then moving onto the iPhone and iPad. The result? Apple became the biggest company in the world by market capitalisation, selling millions of premium products and building a reputation as the maker of must have gadgets for huge numbers of people.
For those looking to see how Apple drove success on the PR side, there’s a fascinating Harvard Business Review article from Cameron Craig, who worked for the company for 10 years. He sums up the approach in five points:
- Keep it simple. Don’t use jargon in press releases, and ensure that your language is straightforward and easy to read.
- Value reporters’ time. Apple doesn’t send out many press releases (leading to complaints of secrecy). Contacting reporters sparingly does mean they’ll pay attention when you have important news – though this is easier for the likes of Apple to do compared to a startup that needs the oxygen of publicity on a more constant basis.
- Be hands on. Ahead of any interview Apple organised a hands-on product briefing to explain how it worked, the benefits and features. This is a great way to keep control of the conversation – again, it works better for a big player that has something reporters want than a smaller business struggling to attract their attention.
- Stay focused. Keep true to your mission (in the case of Apple providing products that allow customers to unleash their creativity). Don’t comment on news or trends that don’t support this as it wastes time and dilutes your message.
- Prioritise media influencers. Focus on the press and influencers that will shape the debate and use your time to build strong relationships with them, as opposed to taking a scattergun approach that targets hundreds of people. This is a really important lesson for businesses – it isn’t just about the amount of coverage you get, but also where it is – get into the right publications read by your target audience and your brand will get noticed.
What’s also interesting is that Apple’s PR and social media strategy seems to be changing. Ahead of the iPhone 7 launch it created its first centralised Twitter account and more information leaked out about the details of the phone. Before this, CEO Tim Cook carried out press interviews after the billionth iPhone was sold earlier in the year.
The change in strategy to be more proactive is partly a response to slowing iPhone sales, and perhaps also the well-publicised EU demand that it pays €13 billion in back tax to Ireland. Getting messages out early also allows Apple to monitor feedback and tweak what it is doing to ensure that the final launch goes smoothly and any questions are successfully answered. Whatever it may be, all companies should take a look at Apple’s PR strategy and see how they can apply the lessons to their own communications.
September 21, 2016 Posted by Chris Measures | Marketing, PR, Social Media | Apple Inc., Cameron Craig, iPad, IPhone, iPhone7, IPod, marketing, PR, social media, Steve Jobs, Tim Cook, twitter | Leave a comment
In today’s world every brand wants to engage with its audiences and use the power of digital to deepen engagement and increase loyalty. Yet there’s a balancing act – consumers are choosier about who they engage with and are increasingly likely to use social media to complain about brands and their actions. Witness this week’s furore after Sainsbury’s changed the range of items eligible for its lunchtime Meal Deal.
Many brands have tried to create communities to get closer to customers, but often these have failed to deliver any results. Why is that, and how can marketers ensure they are building effective communities for the long term? At this week’s Cambridge Marketing Meetup Chris Massey of Mind The Product explored some of the reasons why, and gave some tips to maximise the chances of success.
Building a community relies on three factors:
- Your audience has to be reachable
- Your community needs to be relevant
- Members have actually got to care about your product/company
The third factor alone explains why so many communities fail. You may be the one toilet bleach manufacturer with huge sales, but how many people actually care or feel an affinity with your brand? The only way to get their interest would essentially be by buying it – offering free stuff for their time, which will result in low engagement and not deliver lasting results.
As with any marketing initiative, you need to follow a process when creating a community. Start with building a business case – what problem are you trying to solve? For companies with technical products it could be reducing support calls as the community shares its knowledge to provide answers to basic queries, or it could be to help co-create new products and services. Identify your goal, and then create aims and metrics around it, ensuring you get the right level of buy-in internally.
Secondly, do you need to create a community at all? Is there an existing community that you can become involved in? There’s no point reinventing the wheel, particularly if members are unlikely to move across to your community from an open alternative.
Why do people join communities? It is normally for a combination of four reasons, which increase in engagement and commitment as they move up the hierarchy of needs:
- To get things (mugs, discounts, general free stuff)
- For access – to receive privileged information, such as pre-launch news before everyone else
- To feel powerful – members see that their feedback is taken on board and really makes a difference
- For increased status – they are respected within the community and essentially can become brand ambassadors/fan boys for your company
Once you have connected with people you need to keep it going. As Chris pointed out, in many ways this is the difficult thing – technically it is easy to create a community, but it takes a lot of work to ensure it thrives over the long term. Think about how you set membership criteria, what it is going to be called, and remember that it is going to take a lot of human management from your end to drive it forward. You aren’t going to always be in control, so bear that in mind, but any community needs to fit your own brand values or it will undermine the rest of your marketing.
Creating a community is not easy, and isn’t a short term project – but done well it can drive real engagement and create a multiplier effect that boosts your brand through third party endorsement. Just start with the business case, rather than building it and hoping that they will come…………
September 7, 2016 Posted by Chris Measures | Cambridge, Marketing, Social Media | "Chris Massey", Cambridge Marketing, community, marketing, Maslow, Measures Consulting, Mind the Product, Sainsbury's, social media | 2 Comments
The Brexit vote has highlighted a deep division within English society that is likely to define and drive politics over the next decade. Essentially many traditional Labour voters in Northern/Midlands cities and Conservative supporters in the rural shires all voted to Leave. At the same time those in dynamic cities such as London, Bristol and Cambridge overwhelmingly favoured Remain, irrespective of their political allegiance.
The result? Political chaos in both the Labour and Conservative parties as traditional voters move from defining themselves as left or right wing, to more about whether they are open or closed. This defines their complete world view. Polling by Lord Ashcroft shows that Leavers share opposition to multiculturalism, social liberalism, feminism, the green movement, the internet and capitalism. By contrast, Remainers are much more open to globalisation and immigration, which they embrace.
In many ways this isn’t unexpected. Globalisation, which has shifted jobs and people around the world, has caused major disruption, and, while it has benefited the economy as a whole, it has sidelined certain groups. All through history this sort of change leads to a fear of the new, which is manifested in religious or racist persecution as people define themselves based on the past, rather than the present or future.
What feels unique is that the two groups – open and closed – are so similar in numbers, yet completely different in their outlook. This has an impact on marketing, adding another layer of complexity to reaching and engaging with audiences. How can marketers ensure they are reaching the right target groups in a post-Brexit landscape?
Obviously certain basic items appeal equally to all consumers – there is no Leave bread, though marketers have always known you are going to sell more artisanal focaccia in Hoxton than in Sunderland. It is as you move up Maslow’s Hierarchy of Needs to more aspirational purchases that what will appeal to one side is likely to put off another. The open group are more likely to be sophisticated early adopters, pro-technology and renewables, while the closed group are more suspicious and needs-driven.
This has to be taken into account when you are planning your marketing strategy. Which products fit best with the open and closed personas? Geographically where should you make them available? Which celebrities should you bring on board to endorse them? Marketers are probably more likely to be Remainers than Leavers, meaning they will have to ensure that they put their feelings aside and understand their audience if they want to appeal to Brexiteers.
Just as there is no easy answer to the political chaos caused by the referendum vote, neither will marketers find it simple to define and target their audiences. Given that it will be at least two years before Brexit is completed, meeting this challenge will be central to success in our uncertain, interesting times.
July 13, 2016 Posted by Chris Measures | Cambridge, Creative, Marketing, Social Media | Brexit, Cambridge, Conservative, EU, globalisation, Labour, Leave, Lord Ashcroft, marketer, marketing, Maslow, Measures, politics, Remain | Leave a comment
The cover story in this week’s Economist warns against the growing dangers posed to free speech, by a combination of repressive governments, physical attacks on individuals, and the spread of the idea that people have a right not to be offended. The crux of the article is that the most worrying danger is actually the third one – by not listening to, and debating against, ideas that we find wrong we are actually limiting free speech. It is much better to dismantle an argument and point out its flaws by arguing against its proponents rather than banning the discussion of a subject or point of view, not matter how distasteful we find it. Of course, there are exceptions, as The Economist points out – incitement to violence, for example.
Shortly after reading this I saw that BuzzFeed has pulled out of an advertising deal with the US Republican Party, now that Donald Trump has essentially won the party’s nomination. It has turned down an alleged $1.3m of income as it fundamentally disagrees with his position and policies. While this isn’t a curb on free speech as such – there are plenty of other places Trump can advertise, and I’m not sure how many of BuzzFeed’s demographic would vote for him anyway, it does illustrate another trend that I’ve noticed over the past few years.
In the UK we’ve gone from a media landscape dominated by four TV channels (and I remember Channel 4 launching), and a set number of newspapers to a multiverse of places to get hold of our news and information. In many ways this personalisation is great – we’re served up stories, or visit sites/TV channels based on our preferences, meaning we get immediate access to what we are interested in.
But on the other hand the shared experience has disappeared – the chances of watching the same TV programme or reading the same article are much fewer. Many people have given up linear TV altogether in favour of box sets or internet-based services such as Netflix or Amazon Prime, some of which auto suggest what you’d like to watch next, based on your previous viewing. At the same time local newspapers have been decimated by the internet, meaning that even many free sheets are no longer delivered, with the exception of titles such as Metro.
So, it is quite possible that people can inadvertently edit out news that is outside their range of sources. To me, this is as much a threat to civil society as curbs on free speech. After all, you can’t complain against something you don’t even know is happening.
So, what can be done about it? We obviously can’t/shouldn’t go back to the limited choice that we had before, particularly as much 1980s television was dire. What we should be looking at is ensuring that the places we are going for our news and information are open, level playing fields that reflect and provide us with a range of views.
This is relatively simple for publically accountable sites such as the BBC, but much more complex for those like Facebook and Twitter which rely on user generated content. Facebook recently had to explain itself to US senators after allegations of anti-right wing basis in its Trending Topics section. The worrying thing is that while many people assume articles are picked by algorithms (which is potentially scary enough), there is major input from human reviewers, leading to the possibility of conscious or unconscious bias creeping in.
What can social media do? An elegant solution would be to randomise the whole process, serving up stories that have absolutely nothing to do with your background or interests. However, given Facebook’s desire to keep you on its site for as long as possible, it is unlikely this would please its users, or shareholders. Instead, how about a certain percentage of random content provided every day, even if it is flagged as different in some way. All it takes is people to become intrigued and click on it, and new connections and interests could be kindled – opening up debate and helping to safeguard free speech. Any other ideas gladly received in the comments section below………
June 8, 2016 Posted by Chris Measures | Creative, Marketing, PR, Social Media | BBC, BuzzFeed, Channel 4, Donald Trump, Facebook, free speech, media landscape, multiverse, Republican Party United States, The Economist, twitter | Leave a comment
What is particularly interesting is that generally each of these is good at one thing, or group of things. We turn to Google for search and email, Amazon for ecommerce, Facebook for social and Apple for mobile apps. There is obviously some competition – Google’s Android versus Apple iOS for example, but in general each giant has stuck to its knitting.
That’s not for want of trying – Google has tried to get into social media several times with projects such as Wave, Buzz and Google+, while Apple tried to launch Ping, a music-focused network. All failed, although Google+ limps on as everyone with a Google account automatically has a logon.
It isn’t all Google’s fault – the most successful social media networks tend to start small and grow from there, such as Facebook, Twitter, Instagram and WhatsApp. Users are attracted by the features, rather than the brand name, and then it grows exponentially through the network effect – essentially the more people who join, the more value everyone involved gains from being part of it. Social media starts at the grassroots, and that’s one of the reasons that people join particular networks. Mark Zuckerberg at Facebook understands this, hence splashing out on Instagram and WhatsApp rather than trying to develop clones of them from scratch. This neatly neutralises the competition while keeping users within your orbit when it comes to the time they spend online.
So that’s why Google’s latest attempt at a social media network, Spaces, looks like it is unlikely to take off in a big way. Described as a cross between WhatsApp and Slack, it allows users to have conversations and share information around specific topics with groups of people, avoiding, Google says, the need to hop between apps or cut and paste links. The trouble is it means installing/learning another app, and as far as I can see there’s no compelling reason for this to make it to the mainstream in its current form. Sure, people will use it to share information, such as when planning a holiday or big event, but it is hardly a threat to WhatsApp or Slack at present.
What would be more interesting is if Google used it as a basis for more complex, artificial intelligence driven services, such as bots that could be sent off to gain information. So, keeping with the holiday idea, you agree where you’d like to go and use Google to collect and sift relevant information, such as accommodation, weather and flight times, and present it in a single place. Given how long it can take to find all of this normally, that would attract users – and of course provide Google with much deeper data on what users are looking for, enabling them to sell more targeted advertising and hence boost overall revenues.
It is early days for Spaces, but it looks like it needs a bit more of a wow factor if people are going to use it seriously. Google has been burned before on social projects that have been well designed, but fallen short when it comes to getting consumers excited – so time will tell if Spaces joins the likes of Buzz and Wave in the failure column or carves out a loyal user base. However at the moment Spaces risks being seen as neat, but non-essential – hardly the best way to attract us from existing applications.
May 18, 2016 Posted by Chris Measures | Social Media, Startup | Amazon, Apple, Artificial intelligence, Facebook, GAFA, Google, Instagram, internet, Jeff Bezos, Mark Zuckerberg, Slack, social media, Social network, Spaces, twitter, Wave, WhatsApp | 1 Comment
Looking through Ofcom’s latest report on media use demonstrates the transformation that has occurred in the past ten years when it comes to how and where we find information, communicate with friends, families and companies, and which sources we trust.
For every company, no matter what size, it should act as a wakeup call and be used to drive their marketing so that they are reaching the right people, in the right way, at the right time. You can download the 200+ page report here, but I want to pick out five key points for businesses and marketers alike:
1. Everyone is online
90% of adults use the internet, showing that whatever demographic you are targeting, they are now online. Adults currently spend an average of 21.6 hours per week on the internet. Interestingly time spent has not changed since the last report in 2014, showing that it has become a set part of our routines. So, whatever you are selling, your customers are online and your marketing needs to reflect that.
2. Search is the gateway
92% of adults say they use search engines when looking for information online, but more importantly many believe simply being high ranking in search results is a guarantee of quality. 18% say that if a website is listed in search results it must be providing accurate and unbiased information. 55% couldn’t identify or tell the difference between organic search results and paid for adverts, with 23% thinking they were the best/most relevant results. Clearly this will be music to Google’s ears as it shows that paid search has a major impact on buying decisions. It also demonstrates the importance of good content on your website – the more focused and useful your website is for your key terms, the higher it will rank on Google.
3. Moving to walled gardens
Aside from search, adults are now more likely to use apps or sites that they are familiar with. Just one in five (21%) – down from 25% in 2014 – say they use apps/sites that they’ve not used before each week. Clearly, audiences are becoming set in their routines and the sites that they trust. This means that brands need to be visible on these gatekeepers if they are to reach their target markets. Essentially, building a website and hoping that audiences will come is not a smart strategy – if it ever was.
4. Don’t forget email
It may have been around for 30 years, but email is still the most popular online communication medium. 93% of people send and receive email on a weekly basis, ahead of 78% who use instant messaging and 76% who look at social media. So marketers mustn’t drop email from their strategy – it still reaches the right audiences despite the rise of other channels.
5. Content isn’t just words
It is no surprise that smartphones are increasingly the device of choice to access the internet – previous Ofcom research found that we spend more time online on our phones than PCs. However what we consume has got much more varied since 2014. 48% watch video clips at least weekly (up 9% since 2014), and 47% listen to radio stations online. So, if you want to attract people to your site, don’t just rely on words, but engage them through all of their senses.
Given the findings of the report, every organisation should take a look at its marketing, advertising and communication strategy. How does it affect your particular demographics? Are you embracing the right channels to engage with them, and is your budget being spent in the most productive way? Use the Ofcom findings as a wake-up call and time to spring clean your strategy and approach.
April 27, 2016 Posted by Chris Measures | Creative, Marketing, PR, Social Media | advertising, audio, Communications, device, internet, marketing, Measures Consulting, mobile, OFCOM, PR, Smartphone, video | Leave a comment
In the past being nominated as the Republican or Democrat presidential candidate had a lot to do with money, specifically advertising spend. This was the weapon of choice for winning over primary voters in each state, hence the push by candidates to appeal to big donors who would then bankroll their campaigns. The sheer sums involved are astronomical – experts believe that $100 million was spent solely on TV advertising around the New Hampshire primary. No wonder that the total 2016 election is expected to cost $5 billion – more than the GDP of many small countries.
Normally this counts against the maverick candidate – after all, if you don’t appeal to the big donors with the money you won’t get the advertising, and consequently the primary votes won’t follow. This year, as in many ways, the Republican race is turning out very differently. While the runaway leader Donald Trump has spent money on advertising, it is nowhere near as much as his rivals – for example each of his 239,000 votes in South Carolina cost the equivalent ad spend of $7.42, with a total cost $1.78m. By contrast each of Jeb Bush’s 57,000 votes involved spending of $238.15, with a total budget of $13.78m.
Whatever your opinion of him, Trump has done something that most marketers in general, and PR people in particular, should recognise. Rather than spending money solely on advertising, he’s adopted a balanced marketing strategy that is led by PR and social media, and merely supported by TV and other ads. He’s built a brand and sustained it by continually being controversial – with Twitter the primary channel for his rants. If commentators lauded Barack Obama’s use of social media to win his two terms as president, Trump is the flipside, using the networks to connect with those that feel disenfranchised and left behind by traditional politicians.
Of course, it is all (to put it politely) a load of baloney – and Trump knows it. Policies such as building a wall between the US and Mexico (and getting the Mexicans to pay for it) and banning Muslims from entering the country are both objectionable and unworkable. His ideas for increasing the tax paid by hedge fund managers have been proved by economists to actually reduce the tax take from that group. Yet every time opponents seem to be closing the gap, he opens his mouth, says something offensive/controversial and sees opinion polls soar. It is a classic PR-led marketing campaign.
I’m certainly not advocating any of my clients follow suit with similar sentiments, but there are lessons to be learnt from Trump’s success to date:
1. Play the long game
Trump has spent the past few years building his profile as a celebrity. His bombastic stint on The Apprentice provided the bedrock for his celebrity, and he has nurtured this on Twitter and through inflammatory comments long before the campaign began. In contrast, many of his opponents had little national profile before the Republican primaries began, so have been building a base from scratch.
2. Build a connection
Despite being a billionaire who inherited much of his wealth Trump is seen as being on the side of those that have been squeezed by trends such as globalisation. In the same way that Nigel Farage has cultivated his bloke in the pub persona (despite going to top public school Dulwich College and a career in the City), he has built a connection with his supporters. They feel he understands them and is rooting for them, with social media helping to give a personal, human relationship between him and his followers.
3. Everyone loves the underdog
Trump has positioned himself as the radically different challenger brand, rather than being more of the same. This means he is seen as an outsider – David versus Goliath, despite his wealth, connections and fame. He’s not viewed as a politician, with all the baggage that brings, or even as a serious candidate by many. Again, similar tactics helped Boris Johnson win the London mayoral election – a few stints on Have I Got News for You and he’d positioned himself as a bumbling, unthreatening clown, completely different to the political elite.
4. Be controversial
Again, I’d not advocate clients becoming bigoted, bullying misogynistic racists, but Trump uses language that the general public understands and relates to. He doesn’t just read off an autocue or give speeches that have been refined until there is no meaning left in them. People remember his soundbites and they stand out from the crowd – not just because they are offensive, but because of the type of language he uses. This is all part of his act, but demonstrates an understanding of what makes people respond at a very basic level.
I sincerely hope that Trump fails to get the Republican nomination, and, failing that, that the general public see sense and doesn’t vote him into the White House in the coming election. However everyone in marketing and communications should heed the lessons of his campaign, and look at how they can use PR and social media to get their message across to key audiences.
March 9, 2016 Posted by Chris Measures | Creative, Marketing, PR, Social Media | advertising, Barack Obama, Ben Carson, Boris Johnson, democrat, Donald Trump, Jeb Bush, marketing, Nigel Farage, Public Relations, Republican, South Carolina, Ted Cruz, Trump, US election | 3 Comments
Why Revolutionary Measures?
Marketing is undergoing a revolution. The advent of social media provides the opportunity for one-to-one communication for the first time since the move to an industrial society. This blog will look at what this means for B2B PR and marketing, incorporating my own thoughts/rants and interests. Do let me know your feedback!
About meI'm Chris Measures and I've spent the last 18 years creating and implementing PR and marketing campaigns for technology companies. I've worked with everyone from large quoted companies to fast growth start-ups, giving me unrivalled experience and ideas. I'm now director of Measures Consulting, an agency that uses this expertise to deliver PR and marketing success for technology businesses.
- The lessons from #Uber - marketing needs to be more closely involved in culture if it is to do its job properly… twitter.com/i/web/status/8… 15 hours ago
- BBC News - Google Home to be launched in UK in April bbc.co.uk/news/technolog… >>Let's hope it is cleverer than Alexa...... 1 day ago
- RT @edagoodman: Do what is right, not what it easy. #UKEarlyHour https://t.co/j1xbv9M8A4 1 day ago
- RT @GilesS: Marcoms folk, learn how to get your breath back by becoming slicker, smarter and stronger - brandtosales.octopusgrp.com/tech-heads-2017 1 day ago
- Video kills the advertising star? - My take on Google and YouTube's problems via @LinkedIn linkedin.com/pulse/video-ki… https://t.co/ASXCsIHZCi 5 days ago
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